MULTIPLE-CAMPUS MASTER PLAN - University of Toledo · The multiple-campus master plan is a ... HSC...
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The University of Toledo’s beautiful campuses have served
our students well for generations. This multiple-campus
master plan ensures we continue to provide opportunities
for our talented students and researchers to advance
learning and discovery for years to come.
The University is committed to strengthening its vibrant
academic core, increasing our robust research activity
and attracting the best students, faculty, clinicians and
researchers to our region. This master plan supports
these goals with a focus on technology-rich classrooms,
interdisciplinary research labs, consolidated and more easily
accessible athletics facilities, engaging student life spaces,
and enhancements to our outdoor areas and connections
to the nearby community.
I appreciate the input from our many faculty, staff, students
and community members who participated in the creation
of this exciting master plan.
As the University evolves to serve future generations, we
will grow and change, and this plan will serve as a guide to
that evolution. With the support of our campus community,
as well as our partners in local and state governments, our
alumni, neighbors and friends, we look forward to the bright
future that is mapped out on these pages.
Sincerely,
Sharon L. Gaber, Ph.D.
President, The University of Toledo
Vision
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Since The University of Toledo was established in 1872, our campuses have served us well.
The multiple-campus master plan is a comprehensive vision — the first to systematically
consider Main Campus, Health Science Campus, Scott Park Campus and three supporting
centers. Through the master plan’s major initiatives, it seeks to address each campus’ most
pressing issues and prepare each campus for decades to come.
Summary
OUR MISSIONOur strategic plan describes a bold and
forward-looking vision for the University.
At our core, we are a transformative force
for the world. The University of Toledo is:
• A comprehensive research institution,
distinguished by strength in medicine,
science, engineering and technology.
• A liberal arts university, dedicated to
student-centered instruction that will
improve the human condition.
• An engaged, public metropolitan
university, partnering in community
and regional renewal.
• A thriving and diverse community of
students, faculty and staff, all united
in support of wellness, outreach and
service.
THE FACILITY RESPONSEThis plan is the facility response to our
strategic plan. It advances the University’s
purpose and identity through facility
renewal and change. This plan seeks to
be audacious in transforming existing
assets to better meet our current and
anticipated future needs. This facility vision
is integrated, comprehensive and exciting.
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WHERE WE’VE BEEN, WHERE WE’RE HEADED
ENROLLMENT TRAJECTORY
The University’s student enrollment has
varied during the past decade, with a high of
23,114 students in 2010 during the economic
downturn and a low of 20,381 students in 2015.
Enrollment started to grow again in 2016.
This plan assumes that student enrollment
will continue to grow incrementally at
1 percent a year on average for 10 years.
The majority of that growth will likely occur
at Main Campus, with stable or moderate
growth at Health Science Campus and in
online-only programs. This plan assumes
that total student enrollment will grow to
almost 23,000 students. Nearly 19,000 of
those students will take at least part of their
coursework on Main Campus.
Student enrollment growth will not occur
equally among the colleges. We anticipate
that the College of Engineering and College
of Business and Innovation will lead enrollment
growth for the next decade. On-campus
enrollment at Health Science Campus will be
relatively stable.
Historic and Projected Student Enrollment Levels
OL = Exclusively Online HSC = Health Science Campus
20,000
15,000
10,000
5,000
Historic Projected
Main-
Camp
us-o
n-Ca
mpus
OLHS
C
2005 2010 2016 2024
20,648
22,79023,144
20,587
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RESEARCH GROWTH
Funded research activity has grown
significantly since the 2006 merger with
the former Medical College of Ohio. In 2014,
all research activity totaled $62 million, of
which $57 million was related to science and
engineering.
The University has a goal to increase annual
funded research to $80 million/year within
the next 10 years. To meet that research
growth goal, we must continue to renovate
and improve existing research labs, recruit
additional researchers and place those new
researchers in modern laboratory spaces.
$80m
$70m
$60m
$50m
$40m
$30m
$20m
$10m
02005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Total Science & Engineering Life Sciences Engineering Physical Sciences Environmental Sciences Math & Computer Sciences Social Sciences Interdisciplinary Psychology
Historic Research Funding Levels
Science & Engineering Research ExpendituresNatural Science Foundation, FY 2005-2014
All Research & Development $62mScience & Engineering $57m
Total R&DMerger
175
$80m
194
National Ranking 194 1752005 2014
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MASTER PLAN GUIDING PRINCIPLES
A campus master plan must be based on
a comprehensive, forward-thinking and
institution-wide foundation that will guide
current and future campus decisions. The
master plan guiding principles on the opposite
page are that foundation.
These principles embody campus enhance-
ment and preservation opportunities that
will benefit our campuses and improve the
environment in which we live, learn and work.
In our vision-driven planning process, the
guiding principles spurred analysis, shaped the
assessment of alternative concepts and drove
the recommendations in this plan.
The principles should continue to guide this
plan’s implementation going forward. They
will outlast this plan’s specific recommend-
ations. This plan cannot anticipate every
situation the University will encounter over
the long term, but using the guiding principles
as a foundation, University leadership can
comfortably understand new concerns and
make wise decisions regarding the future.
The specific issues most assuredly will change,
but the plan’s guiding principles and campus
structures must remain constant.
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Student Success and Student Life Experience• Facilitate student academic success.
• Expand the formats of learning spaces to support a wide variety of student learning styles.
• Increase student satisfaction and engagement, while advancing diversity.
• Enrich the campus life experience.
Research, Scholarship and Creative Activities• Foster intra- and interdisciplinary
collaboration.
• Grow funded research expenditures and institutional reputation.
Asset Stewardship• Position physical assets for long-
term fiscal sustainability.
• Increase facility utilization and efficiency.
• Promote environmental sustainability and energy efficiency.
Campus Character• Preserve and restore iconic buildings
and exterior spaces.
• Create memorable places.
• Prioritize the pedestrian experience.
• Honor Ottawa River.
Community Interface• Strengthen community
partnerships and relationships.
• Enhance campus edges.
• Increase student community engagement.
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MASTER PLAN VISION
The University of Toledo is
not just Ohio’s third largest
public university. We are
a national leader in inter-
disciplinary instruction and
research. We are one of
the few universities in the
nation that have colleges
of business, education,
engineering, law, medicine
and pharmacy. This plan
seeks to further integrate our
colleges and disciplines.
INTERPROFESSIONAL
CARE,
INTERDISCIPLINARY
RESEARCH
Health Science Campus
will remain the center of
interprofessional medical
care, education and research.
Our teaching hospital, The
University of Toledo Medical
Center, will evolve to better
serve the health-care needs
of northwest Ohio residents.
Our medical and life sciences
activity will be located
both on Health Science
Campus and at ProMedica
Toledo Hospital and Toledo
Children’s Hospital complex,
as a result of the College of
Medicine and Life Sciences’
Academic Affiliation Agree-
ment with ProMedica.
To ensure that we reach
our $80-million annual
funded research goal, we
will renew laboratories
on Main Campus, Health
Science Campus and at Lake
Erie Center. Additionally,
after we increase the pace
of recruitment of highly
productive researchers, we
will construct a new research
building on Main Campus.
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CLASSROOM TRANSFORMATION
Academic instruction remains our top priority,
and this plan expedites the improvement
of core academic spaces that front our
historic center, Centennial Mall. This plan
recommends investments in classrooms and
teaching laboratories in our core academic
buildings so that they can easily host a wide
variety of technology-rich and interactive
teaching styles. Just as we are renovating
Carlson Library floor-by-floor, turning book
storage spaces into an interactive learning
environment, we will incrementally modernize
our core teaching spaces.
INVIGORATED STUDENT LIFE
Main Campus is the center of our student
life, and this plan seeks to further strengthen
student engagement. Through incremental
renewal, Lancelot Thompson Student Union
will continue to be the focus of student life,
with newly renovated student meeting, service
and gathering spaces. Our first dedicated
outdoor recreational complex, adjacent to the
residential neighborhood on the southwest
edge of campus, will boost participation in
club teams and recreational leagues. We will
consolidate all athletics competition facilities
into a compact athletics neighborhood on
Main Campus, further boosting on-campus
energy and Rocket pride.
New on-campus apartments at Dorr Street
and Secor Road, a complete overhaul of
Parks Tower and the removal of Carter Hall
will make our residence halls more attractive,
benefiting recruitment and retention. Students
will increasingly want to live on campus since
the University will offer a larger continuum of
residential options. The restaurants and coffee
shops at the expanded Dorr Street Gateway
will provide a gathering place and social hub
for the residents of the southwest residential
neighborhood.
CAMPUS BEAUTY
University Hall, with Centennial Mall in the
foreground, is our most iconic campus scene.
This plan proposes several changes that will
further increase the beauty of the campus.
We will create new picture-postcard images
– the reactivated Memorial Field House as the
backdrop for a new quadrangle south of it,
and the proposed research building framing
a new engineering quadrangle. Using the
newly extended, constructed and connected
University/Parks and Chessie Circle Trails,
Toledo residents will bike to Main Campus and
stroll through our open spaces and along the
completed Ottawa River Walk.
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CONNECTED AND
MULTIMODAL
We will make Main Campus
more connected and
welcoming of all modes.
New bicycle trails will
connect our campus to the
region. A pedestrian bridge
over Douglas Road will safely
link our academic centers
in Centennial Mall and the
engineering neighborhood.
New transit routes will
connect our campuses and
ProMedica Toledo Hospital.
Our existing vehicle parking
is underutilized. New parking
regulations will increase its
utilization and help manage
the demand for the most
convenient spaces. As
demand warrants, the plan
supports opportunities for
parking expansion along
Dorr Street.
REGIONAL IMPACT
Main and Health Science
Campuses will continue
to be supported by our
affiliated centers. Our visual
art instruction benefits
from the resources of the
internationally renowned
Toledo Museum of Art.
Natural resource research
and programming at Lake
Erie Center and Stranahan
Arboretum will expand.
After University activities
are relocated off Scott Park
Campus, options for the
ownership and mainten-
ance of the property will
be explored.
ROBUST LEADER
Although exciting and
comprehensive, this plan’s
vision will be achievable
despite stable or declining
financial support from the
state of Ohio for higher
education. Academic
renovation investments
will create fewer but better
classrooms. We will remove
underperforming facilities
such as Carter Hall, the
Transportation Center
and Westwood Building.
Investments in University
Hall, Lancelot Thompson
Student Union and Parks
Tower will extend the lives
of those buildings. The new
buildings will be flexible and
sustainable.
We value our current partners
including the state of Ohio. As
we improve our campuses,
we seek to identify oppor-
tunities to partner with
adjacent neighborhoods,
industry, institutions, alumni
and athletics benefactors,
enabling them to materially
contribute to the University’s
continued success.
We seek to be a trans-
formative force for the world.
In response, this plan seeks
to renew our campuses
so that the University
will continue to serve the
students who entrust us with
their education.
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LEGEND
Existing University Building
Proposed Renovation
Proposed New Building
Potential Public-Private Partnership
Gift-funded Building
Parking Garage
Off-campus Building
Athletics/Recreation
Campus Green Space
Campus Entrance
MAIN CAMPUS MAJOR INITIATIVES
1 University Hall Repurpose and Renovation
Academic Renovations
Research Building
Union and Library Renovations
Student Housing Renovations
Student Housing Construction
Athletics Consolidation
Outdoor Recreation Improvements
Open-space Improvements
2
3
4
5
6
7
8
9
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DORR STREET
DO
UG
LAS R
OA
D
1
2
3
4
5
6
7
8
9
2
2
2
2
2
24
5
7
7
8
9
9
SECOR RO
AD
BANCROFT STREET
6 6
8
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REPOSITION THE ACADEMIC CORE
On Main Campus, the primary academic
mission of the University is focused around
Centennial Mall. This plan concentrates
investments in classroom technology and
layout in the academic core, making our
teaching spaces more flexible and effective.
University Hall, Main Campus’ iconic
building, will remain a mix of academic and
administrative offices. With greater class-
room utilization in the academic core, we will
refurbish the vacant and underutilized spaces
in University Hall into administrative offices
and move our Human Resources and Finance
departments from Scott Park Campus to Main
Campus for greater efficiency.
How students study and gather has changed,
and the academic core buildings need to
respond. The floor-by-floor transformation
of Carlson Library that is providing less book
storage and more group study space will
continue. A similar renovation approach
in Lancelot Thompson Student Union will
result in more student organization and
gathering space and more convenient
student support services.
Centennial Mall’s beauty is renowned.
Improvements to other core open spaces
will complement that distinctive space.
We will redevelop the open space south of
Memorial Field House to create a signature
space that differs from Centennial Mall.
Goddard Field north of Bancroft Street
will become a shared community amenity,
with two informal recreational fields. With a
completed river walk, Main Campus’ identity
will be more closely tied to the natural beauty
of Ottawa River.
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A view of a new signature open space south of Memorial Field House, looking from the Center for Performing Arts toward University Hall.
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A view of a new research building and engineering quadrangle.
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INVEST IN RESEARCH
The University is recognized as a major
force in contributing to the discovery of new
technology and knowledge. We have a goal
of increasing annual funded research to $80
million per year. On Main Campus, the center
of new science and technology research
and instruction will be in the engineering
neighborhood east of Douglas Road.
To further expand intra- and interdisciplinary
collaborative research opportunities, we will
construct a new research facility located
west of Nitschke Auditorium. The most
promising research innovations appear at the
intersections among disciplines, so the new
research facility will serve all colleges, with a
focus on the Colleges of Engineering, Natural
Sciences and Mathematics, Pharmacy and
Pharmaceutical Sciences, Health and Human
Services, Arts and Letters, and Medicine and
Life Sciences.
We anticipate that the College of Engineering
will lead enrollment growth for the next
decade. We will renovate the high bay space
and adjacent spaces in the North Engineering
Building into classrooms to enable the college
to continue to expand its programming. We
will remove Palmer Hall and convert its site
into the engineering neighborhood’s first
academic quadrangle.
To better connect the engineering
neighborhood to the rest of campus, we
will improve the pedestrian experience at
the Douglas Road and Oakwood Avenue
intersection. As part of the University’s
contribution to the emerging region-wide
Chessie Circle Trail, we will construct a multi-
use trail that runs along the east side of
Douglas Road from Bancroft Street to Dorr
Street, as well as a pedestrian bridge over
Douglas Road near Savage Arena.
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CONSOLIDATE ATHLETICS
By consolidating the University’s athletics
programs and facilities onto a single
campus, we will energize Main Campus
student life through easier access to
intercollegiate athletics.
The soccer program will move to Main
Campus, playing on a new synthetic turf
soccer field inside the existing track. We
will relocate the track and field facilities
now inside the track to areas adjacent to
the track and to a portion of Carter Field.
A new integrated baseball and softball
complex on the site of Carter Hall and a
portion of Carter Field will anchor the
athletics district. New plazas and pedestrian
connections adjacent to the Glass Bowl
Stadium will create a more vibrant
game-day experience for Rocket fans.
A view of a new baseball and softball complex, at the south end of a consolidated athletics complex.
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ENHANCE STUDENT LIFE
Main Campus is the center of the University’s
student experience. Through strategic
investments, we will make the campus more
attractive for on-campus residents and
commuter students.
We will invest in fewer but better traditional-
style residence halls by renovating Parks Tower
and removing Carter Hall East and West. The
on-campus Greek presence will expand, with
additional McComas Village houses and better
village circulation and central open space.
To attract more juniors and seniors to live
on campus, we will develop apartment-style
housing (with ground-floor retail) on Dorr
Street, adjacent to the Dorr Street Gateway.
The Student Recreation Center has been
recognized as one of the best of its kind in
the nation. Yet, the growth of the University’s
outdoor recreational sports program is
limited since it must now share Carter Field
with football and the marching band. We
will construct our first dedicated outdoor
recreational complex south of Dorr Street
between Secor Road and Byrne Road, which
could include a new facility for The University
of Toledo Police Department and others.
A view of a new dedicated recreational complex at Dorr Street and Secor Road, looking back toward Parks Tower.
DORR STREET
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HEALTH SCIENCE CAMPUS
This plan supports the continued evolution of
Health Science Campus. From the founding of
Medical College of Ohio in 1964, to the merger
with The University of Toledo in 2006, to the
2016 Academic Affiliation Agreement between
the College of Medicine and Life Sciences and
ProMedica, the campus on Arlington Avenue
has continuously evolved.
Health Science Campus will remain the
core of our academic medical operations,
complemented by instruction and research
at ProMedica Toledo Hospital. The University’s
four health-related colleges will continue to
teach an interprofessional health education
curriculum for graduate and professional
students. The University and ProMedica
will collaborate to expand clinical research.
Investments in existing laboratories will
expand the research capacity and attract
more researchers.
The University of Toledo Medical Center
will remain a teaching hospital. In response
to the changing landscape of health care
in northwest Ohio and the nation, and to
strengthen the University’s training programs,
The University of Toledo Medical Center will
gradually add primary care and behavioral
health options to meet the needs of our
community and region.
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OTHER CAMPUSES AND CENTERS
The University also has
several other centers. Lake
Erie Center is a state-of-the-
art environmental research
and teaching facility located
on the shore of Lake Erie.
It will remain a prominent
research station focused on
the natural resources of Lake
Erie and the Great Lakes.
As its programming and
research intensity increases,
this plan recommends
investment in existing
research laboratories to
increase their productivity.
The Center for the Visual
Arts will remain a University
center at the world-renowned
Toledo Museum of Art.
Through internal renovations,
the Frank O. Gehry-designed
building will continue to
serve the academic needs
of the College of Arts and
Letters.
Urban landscape ecology
programming will increase
at Stranahan Arboretum. As
University and community
participation and demand
increase, the University may
consider site improvements.
The University has largely
removed its programming
from Scott Park Campus.
This plan provides a path to
incrementally bring remaining
athletics facilities, office
functions and parking assets
to Main Campus.
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OUTREACH AND COORDINATION
The master planning process commenced
in Summer 2014. Throughout its 30-month
duration, the planning process was inclusive
and transparent in all stages.
The master plan commenced with interviews
of dozens of campus and community leaders.
Scores more of faculty, staff, students
and community members participated in
workshops, open houses, presentations and
online forums to confirm campus analysis
and inform future decisions. The master
planning team repeatedly reached out to
the community, meeting with adjacent
neighborhood leaders and elected officials
and staff from the city of Toledo. The
University’s website provided access to
planning materials for review, and an online
town hall facilitated concurrent and interactive
discussions throughout the process.
The planning process was integrated with
municipal planning, and city departments
were consulted throughout the planning
process. This plan will guide both University
and city of Toledo projects within and adjacent
to each campus.
As a result of this collaborative process,
this plan has widespread understanding and
support from the campus and the community.
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ADOPTION AND IMPLEMENTATION
UT President Sharon L. Gaber has approved
this plan and the UT Board of Trustees
accepted it in February 2017. This plan will
guide the planning and design of campus
facilities. Going forward, it will influence
appropriate building and open space use,
parking and transportation improvements
and necessary utilities upgrades.
This plan should serve as a guide and its
specific recommendations should be modified
as additional information and needs develop.
Even as specific recommendations are
modified, the revised plans and designs
should follow and support the master plan
guiding principles.
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JOIN US AS WE BUILD OUR FUTURE
This plan charts the University’s path for the future. It sets the
overall vision for each campus, which we will achieve through
many component projects.
We will fulfill the vision incrementally and over time. The plan
describes each project, how that project should be sequenced
and an initial estimate of cost. The plan’s vision will inform all
facility decisions, from the largest of new buildings to the smallest
of landscape efforts.
It will take collaboration among the University and our many
partners to achieve our strategic goals and implement this vision.
We seek to deepen our partnership with the state of Ohio, city of
Toledo, industry leaders, students, alumni and friends.
Throughout the University’s history, our success has depended on
the generosity of the state of Ohio and the University’s dedicated
students, alumni and friends. This plan’s proposed projects are
opportunities for alumni and other friends to contribute to the
University in a remarkable and lasting way.
Join us to make The University of Toledo a university of distinction.
For more details about our vision, the projects that will fulfill
that vision and opportunities to partner with us, please visit the
website below:
www.utoledo.edu/facilities/master-plan/